Strategic Management on Qantas Airway
Qantas Airway
Strategic Management BUSM 3125
Group Assignment 2
Jonathon Reid
Sindra
Hao Ming Lee – S3301727
Table of Content
Executive Summary 3
Background Information 4
SWOT Analysis 5
PESTEL Framework Analysis 6
Porter’s Five Forces Analysis 9
Qantas’ Strategic Capabilities 12
VRIN Model 14
Qantas’ Value Chain 16
Qantas’ Generic Strategies 17
Conclusion 19
Reference List 20
Executive Summary
This report is going to provide a fundamental analysis inboth external and internal factors that influence Qantas Airway in competing in the aviation industry. The PESTEL framework is applied to identify how issues in the political, economic, social,technological, environmental and legal environment may affect the industry within which Qantas operates. Moreover, Porter’s five forces model also helps identify the attractiveness of the airline and aviation industry related to five competitive forces: the threat of entry, the threat of substitutes, the power of buyers, the power of suppliers and the intensity of rivalry among competitors in the existing industry (Johnson, Whittington & Scholes 2011). The external analysis is essential to determine Qantas’
Strategic Management BUSM 3125
Group Assignment 2
Jonathon Reid
Sindra
Hao Ming Lee – S3301727
Table of Content
Executive Summary 3
Background Information 4
SWOT Analysis 5
PESTEL Framework Analysis 6
Porter’s Five Forces Analysis 9
Qantas’ Strategic Capabilities 12
VRIN Model 14
Qantas’ Value Chain 16
Qantas’ Generic Strategies 17
Conclusion 19
Reference List 20
Executive Summary
This report is going to provide a fundamental analysis inboth external and internal factors that influence Qantas Airway in competing in the aviation industry. The PESTEL framework is applied to identify how issues in the political, economic, social,technological, environmental and legal environment may affect the industry within which Qantas operates. Moreover, Porter’s five forces model also helps identify the attractiveness of the airline and aviation industry related to five competitive forces: the threat of entry, the threat of substitutes, the power of buyers, the power of suppliers and the intensity of rivalry among competitors in the existing industry (Johnson, Whittington & Scholes 2011). The external analysis is essential to determine Qantas’